Post control
 Post control are applied after the fact
 Directed toward improving the chance for future projects
meet their goals
 It is applied through a relatively formal document that
contains four distinct sections :
o The project objectives
o Milestones, checkpoints, and budgets
o The final report the project
o Recommendations for performance and process
improvement
Characteristics of a control system
 A good control system
o Should be as simple as possible
o Should be easy to maintain
o Should be capable of being extended or
otherwise altered
o Should be fully documented when installed
 The documentation should include a
complete training program in system
operation
Characteristics of a control system
 A good control system :
o Should be flexible
o Should be cost effective
o Must be truly useful
o Must satisfy the real needs of the project
o Must operate in a timely manner
o Sensors and monitors should be sufficiently accurate and
precise to control the project within the limits that are
functional for the client and parent organization
Control system
 All control systems use feedback as a control process
 The control of performance, cost, and time usually require different
input data :
o Performance – engineering change notices, test result,
quality checks, rework ticket, scrap rates
o Cost – budget to actual cash flows, purchase orders,
absenteeism, income reports, labour hour charge,
accounting variance reports
o Schedule – benchmark report, status reports, PER/CPM
networks, Gantt charts, WBS , and action plans
Amalan-amalan terbaik dan kunci-kunci kepada
kejayaan
• Terdapat empat kawasan utama ditemui untuk
membantu projek dalam pertubuhan-pertubuhan
fungsian :
o Promosi faedah-faedah pengurusan projek
o Tepukan kakitangan untuk kemahiran-kemahiran
pengurusan projek dan projek-projek risiko tinggi
bonus terus, opsyen saham, dan insentif-insentif lain
o Kaedah
o Menyebabkan pengurusan projek
Cybernetic Control
 Human response to steering controls tends to be
positive
 Steering control are usually viewed as helpful rather
than a source of unwelcome pressure
 Response to steering control also depends on the
acceptance that the goals of the control system are
appropriate
Control as a function of management
 The purpose of controlling is always the same : to
bring the actual schedule, budget, and deliverable
of the project into reasonably close congruence
with the planned schedule, budget, and
deliverables
 The job of the project manager is to set controls
that will encourage those behaviours that are
deemed desirable and discourage those that are
not
Go/no-go controls
 Response to go/no-go controls tends to be neural
or negative
 “Barely good enough” result ate just as acceptable
as “perfect” results
 The system makes it difficult for the worker to
take pride in high quality work because the system
does not recognize gradations of quality
 The fact that this kind of control emphasizes ‘good
enough” performance is no excuse for the
nonchalant application of careless standards